1.)    What do you expect about the system of bottle desegregation?

2.)    What can you say  “                    “                      “                   “         “

3.)    Are the Employees of the company are approachable?

4.)    Are you satisfied of the service of the company?

5.)    How would you describe the environment of the company?

6.)    What systems are in place to enable employees to give management feedback and suggestions?

7.)    What other technologies are needed to the company’s operation?

8.)    How does the company make use of technology for internal communication and outside marketing? (Use of e-mail, Internet, intranets, World Wide Web, videoconferencing, etc.)?

9.)    What particular computer equipment and software that company using?

10.)                        Do you think that the company needs more improvement in their system?

Process 1.0: Stock Transfer and Recording

DO

READ next stock transfer receipt

BEGIN IF

IF item redundant

THEN don’t add to inventory

ELSE

ADD transferred stocks to inventory record

END IF

UNTIL end of file

Process 2.0: Stock Verification and Segregation

DO

READ next Recorded Stock

BEGIN IF

IF stock passes quality verification

THEN record to good stocks

ELSE

Record to bad stocks

END IF

SORT bad stocks and good stocks

SUBTRACT bad stocks,

ADD good stocks

UPDATE new inventory reference

SORT stocks used by date

BEGIN segregation process

READ segregated stocks

BEGIN           IF

IF segregated stocks is not 0

THEN generate receipt based on segregated stocks

END IF

UNTIL end of file

Process 3.0: Listing and Billing

DO

READ next returned empties receipt

GENERATE billing process

ADD billings to billings records

GENERATE billing report

BEGIN computation of transactions with billings report

GENERATE operation results from the computation of transactions

ADD operation results in statistic records

BEGIN IF

IF stock changes

THEN UPDATE inventory records

END IF

GENERATE inventory report from inventory records

ADD inventory report to statistic records

GENERATE statistics report

UNTIL end of file

A software development methodology or system development methodology in software engineering is a framework that is used to structure, plan, and control the process of developing an information system.

The three basic patterns in software development methodologies.

-A software development methodology refers to the framework that is used to structure, plan, and control the process of developing an information system. A wide variety of such frameworks have evolved over the years, each with its own recognized strengths and weaknesses. One system development methodology is not necessarily suitable for use by all projects. Each of the available methodologies is best suited to specific kinds of projects, based on various technical, organizational, project and team considerations.

Software development approaches

• Waterfall: linear framework type.
• Prototyping: iterative framework type
• Incremental: combination of linear and iterative framework type
• Spiral: combination linear and iterative framework type
• Rapid Application Development (RAD): Iterative Framework Type

1.) Waterfall model

The waterfall model is a sequential development process, in which development is seen as flowing steadily downwards (like a waterfall) through the phases of requirements analysis, design, implementation, testing (validation), integration, and maintenance

2.) Prototyping

Software prototyping, is the framework of activities during software development of creating prototypes, i.e., incomplete versions of the software program being developed.

3.) Incremental

Various methods are acceptable for combining linear and iterative systems development methodologies, with the primary objective of each being to reduce inherent project risk by breaking a project into smaller segments and providing more ease-of-change during the development process.

4.) Spiral

The spiral model is a software development process combining elements of both design and prototyping-in-stages, in an effort to combine advantages of top-down and bottom-up concepts.

5.) Rapid Application Development (RAD)

Rapid Application Development (RAD) is a software development methodology, which involves iterative development and the construction of prototypes.

We would use the Spiral approach

The main problem of Tiger Construction is the inefficiency of people to do their work leading to the rejection of the good empties (output Bottles) and causing the delay of the overall production of the company. T he lack of man power handling the jobs equaling to a much lower output, and because of the inefficiency of workers, problems like the stock count shortage is often brought up. The number of stocks listed in the computer does not match the physical stocks in the warehouse generating a decrease in income. With the company’s lack of ability to keep track of its trucks, workers and stocks caused by an insufficient and outdated listing and billing system, a decrease of profit and output is experienced.

____________________________________________________________

Project Charter

Project Name: Tiger Construction Listing and Billing system

Project Sponsor: Eligio Lagman, CEO

Project Team Name: Chocobot

Project Team Members:

1. Lagman, Louie Daniel M.
2. Dizon, Donnie Ray L.
3. Cordero, Alvin Kim
4. Laxamana, Erito jr.

Project Goal: A new Listing and billing system to be implemented for the purpose of increasing the work output and maximizing profit.

Business Case:

In order to maximize profit and increase output areas like the listing and billing system should be analyzed on what is making the un-equality of the physical products to the computer data information. The inefficiency of people should be look up as well and make a way to make the system work even with the lack of man power and inefficiency of them, this can be done with the help of the repetitions of a certain process and adding a validation process for it to decrease the chance of being rejected by the quality control of The San Miguel Corporation.

Article By Dave Piasecki

Revised By: Dizon, Donnie ray

Inventory System Accuracy

Having problems with inventory accuracy? Implementing technologies such as bar coding systems, RFID, and pick-to-light are often assumed to be the solutions to inaccurate inventories. If properly implemented these technologies can help reduce errors, however, none of them will eliminate all errors, and a poorly implemented system can leave you worse off than you were before. Whether you are planning on implementing additional systems or not you should consider taking care of the basics first.

The Basics

Attitude

Process Definition

Procedure Documentation

Employee Training

Employee Testing

Monitoring Processes for Compliance

Setting Standards

Tracking Accuracy

Accountability

Count, Count, Count

Reevaluate

There is nothing revolutionary about my list of “The Basics”, it’s simply a series of steps which define a process for achieving higher levels of inventory accuracy. Your success or failure will be determined by your implementation of these steps. This is not something that should be rushed; throwing a quick fix approach together to alleviate an immediate need may be more damaging in the long run since the success of this plan requires a cooperative effort by many people within your organization. If your first attempt fails, you will find it more difficult to get a high level of cooperation for your next try. Take the time and do it right.

Attitude. Maintaining inventory accuracy must be an integral part of the attitude of the organization. Like quality, customer service, and plant safety, accuracy must be promoted throughout the organization as everyone’s responsibility. This attitude must start at the top levels. Yeah I know all you managers and execs out there want an accurate inventory but are you doing your part through your decisions and business practices to promote it. Processes are often shortcut in the name of “Customer Service” (this also applies to processes for Quality, Inventory Management, and Production Plans) that reduce or eliminate the effectiveness of the plan, which in the long run will reduce your ability to service your customers. Remember that these plans are designed to meet the needs of the customer, don’t compromise them.

Process Definition. You’ll struggle to make any progress if you have not clearly defined the processes throughout the organization that affect inventory. While defining the processes, you should be looking for opportunities for errors and implementing changes to eliminate or reduce them. Even the most accurate employee will make errors, I suggest placing formal checks in place for critical operations. Get as many people involved in this step to ensure you have a complete and accurate understanding of the processes. Anything missed in this step will require new procedures and additional employee training later, so once again, “take the time and do it right”.

Procedure Documentation. This is the part where you use the previously defined processes to document the procedures the employees will follow to maintain inventory integrity. The procedures documented here should not be limited to inventory issues; they should be the complete procedure including quality, physical aspects, and safety. This documentation should be as clear and comprehensive as possible. It should be written for a specific task within a specific job responsibility, it should include everything the employee needs to know to complete the task and nothing else. For example: if a stock clerk’s responsibility is to notify the supervisor of any discrepancies, that is all it should state in the procedure for the stock clerk even though there will be additional procedures for dealing with the discrepancy. Procedures should also include the correct method for filling out and processing paperwork, the sequence and timing of entering data, and any checks that are required to be performed. If there are any exceptions to a procedure they should be specified in the document, allowing undocumented exceptions to a procedure will decrease its effectiveness. Be realistic, procedures are not a “wish list”, they are the documentation of the requirements of a specific task. You must be prepared to enforce compliance to all procedures. Once you are completed with the documentation, I suggest you first distribute the procedures to a few key employees, then take a couple of weeks for you and the key employees to monitor existing operations to see if anything was missed or if anything is incorrect. Once this is done, the procedures should be officially put into effect and distributed to all employees.

Employee Training. Handing out a written procedure does not constitute employee training. It is important to set a training schedule to go through all the procedures with groups of employees. Take whatever time is necessary to ensure they have a thorough understanding of the procedures. Make it clear that the procedure document is the only way to perform the task. If you did your job correctly in defining the processes and documenting the procedures you shouldn’t run into many surprises during the training. Try to refrain from making changes or exceptions to the documentation at this time (unless there is a critical error). Last minute changes or exceptions will cause confusion and diminish the value of the documents. Make notes for possible future revisions of the procedures instead. Set a timetable for publishing and putting into effect revisions (every quarter or six months). Frequent revisions of procedures tend to cause confusion and make it difficult to enforce adherence.

Employee Testing. I am a big advocate of formal testing of employees on procedures. This is the only way to know if they understand them (or have even read them). Be prepared, this will scare the hell out of your staff. Do not make the tests too difficult, I suggest multiple choice questions and maybe some true/false. You may also need testing which requires the employee to perform the task in the presence of the tester. Make a point to include items in the test that are known to have been issues in the past. There should not be any penalties for incorrect answers on the test. Any incorrectly answered questions should be discussed with the employee to ensure that he/she now understands the correct answer. You may need to make arrangements to conduct the test verbally for employees with inadequate reading skills or other arrangements if language is an issue.

Monitoring Processes for Compliance. You must begin to monitor the processes for compliance to the procedures immediately. Any actions observed which do not comply with the written procedures must be addressed immediately with the employees involved. As stated earlier, the written procedures are the only way to perform the task. Allowing employees to “do it their own way” (even if their way is a better way) will make it impossible to enforce compliance on other issues and will create problems when changes are made to processes. If they have a better way, consider it for the next revision at which point it would then become “the only way”.

Setting Standards. I am also a big advocate of setting minimum accuracy and production standards wherever feasible. Do your research to ensure the standards set are high enough yet still achievable. You will have to enforce these standards so it is critical to set them correctly. If in doubt, set them lower, you can always increase them later when more data is available. If you set them too high you have put yourself in a difficult position when it comes time to enforce them. Standards should be set for the specific task being performed. For example, the accuracy standard for a stock clerk stocking in random storage area would be lower than for one stocking in fixed locations. Setting standards requires tracking of the accuracy and productivity of the tasks being performed which makes it more viable when you have several people performing the same tasks.

Tracking Accuracy. Whether you have set standards or not I still suggest you track accuracy organizationally and individually. Accuracy tracking should always be measured as a percentage of total transactions. Tracking accuracy as flat numbers (number of errors) puts your more productive employees at a disadvantage, and at an organizational level will be skewed by variances in business activity. Accuracy tracking should be communicated to staff in a positive manner; it is a tool to facilitate improvement in processes and people. I have found that by simply tracking and communicating accuracy to employees you will see immediate reductions in errors even if standards are not set. The fact is we all want to be accurate; the problem is we all think that we are accurate and it’s always the other guy who is making all the mistakes.

Accountability. People must be held accountable for following documented procedures. You have spent the time to document the procedures, provide the training, and the testing. If someone is not following the procedures they must be dealt with applying appropriate disciplinary action. It’s that simple. You may be amazed as to how much just one individual not following procedures can screw up your inventory. If you don’t hold the employees accountable you may as well throw out everything you have done to this point. Mistakes are mistakes and everyone makes them, however, not following a specified procedure is a conscious decision made by the employee to not do what he/she was instructed to do.

Count, Count, Count. We would like to believe that since we have taken the above steps we should now assume our inventory is accurate. Not necessarily. You will have to count it to determine the accuracy, as well as determining areas needing additional evaluation. Year-end physical inventories are tools used by accountants and do very little for inventory accuracy. You should count your inventory on a continuous basis (cycle counting) to maintain high levels of accuracy. This is one of the best ways of identifying problem areas on a timely basis and providing an environment conducive to continuous improvement. The way you count and the frequency of your counts should be designed for your specific type of operation. Read my article on Cycle Counting and Physical Inventories and check out Cycle Counting topics covered in my book.

Reevaluate. You should be regularly reevaluating your processes and procedures. Results of your cycle count program should point you in the direction of areas where enhancements are needed. Business conditions often change and new processes are added which will require evaluation. As previously mentioned try to refrain from frequent revisions to procedures (the memo of the day), it is more effective to plan a revision date and group multiple revisions into a revised release of the procedures. These revisions should be implemented with the proper training and testing as was done during initial implementation.

As you may have noticed, each of the above steps is highly dependent on the successful implementation of the previous steps. Although this process for improving inventory accuracy is not very complicated, the implementation can prove to be demanding. Depending on the environment you are working in, it can sometimes seem to be an insurmountable task to change the attitudes of people towards inventory accuracy. It will require a high level of effort and diligence to ensure success.

Additional recommendations.

The following are some additional suggestions that may help in your quest for a more accurate inventory.

Dedicate positions for managing inventory. Make sure you have control of which employees are affecting your inventory. This is especially true in manufacturing operations where the priorities of machine operators and production supervisors are meeting the production schedule, keeping the machines running, and ensuring the quality of the product being produced. Inventory accuracy will never be a primary responsibility of these types of positions. Once you come to this realization, it is easy to see the benefits of putting your inventory and material handling responsibilities in the hands of people whose primary responsibility is inventory. Also, within your material handling/warehouse positions you should limit the people doing miscellaneous type inventory adjustments.

Control employee turnover. I know, easier said than done. You’ve invested the time into training them, now figure out what you need to do to keep them. Once you have your processes and procedures under control you will find that new employees will become your #1 source of errors. My experience shows a new employee generally makes 2 to 5 times as many mistakes as a one-year employee and 5 to 10 times as many mistakes as a five-year employee. These numbers are based on operations that track accuracy and promote continuous improvement. If you’re not tracking accuracy, your five-year employees may be making as many mistakes as they did during their first year. Also high employee turnover results in operations that are frequently short staffed which will almost always lead to increased errors.

Be prepared to dismiss or reassign employees. May sound like a contradiction to the previous suggestion; however, if you have made every effort to assist an employee in improving their accuracy and insufficient progress is being made you will need to get them away from your inventory. Again, don’t underestimate the damage that can result from just one employee’s errors.

Don’t be afraid to put Checks in place. Some people feel that checking or rechecking work is admitting failure or is a waste since it “should be done right the first time”, so I’ll say it once again, everyone makes mistakes, that means everyone. If you find there are certain areas that are highly prone to errors (such as random stocking areas) or critical parts of your operation where a mistake can have significant detrimental effect, consider putting checks in place. A check may be an employee checking their own work or a specific checking operation. Outbound shipments should always have some type of check in place, the specific type of check will vary from operation to operation. In a high-volume, low-value shipping operation a simple looking over the shipment may be all that’s feasible, while in a lower-volume, high-value shipping operation I’ve had as many as three people performing redundant checks of each shipment prior to loading.

Storage Areas. How you store your product will also affect accuracy. Crowded unorganized areas become “black holes” for missing product. Crowded areas also cause increase damage to product that is often disposed of without inventory corrections being made. High-density storage makes it very difficult to accurately count the product. Maintaining proper lighting, shelf and product labeling, and organization makes it easier to stock, pick, and count product thus increasing levels of accuracy.

Know your inventory system. The more you know about how your specific inventory system works, the more successful you’ll be in optimizing its features. Computer systems are regularly blamed for things that are usually turn out to be human error, however, occasionally your computer system can be the source of the problem. Bugs, glitches, hiccups or whatever you want to call them do occur and changes to system parameters to optimize functionality in one area can create havoc in a seemingly unrelated area. The only way to determine the source and correct these problems is to have a thorough understanding of how your system is set up and how the specific programs process the information. The bigger advantage to acquiring a high level of system knowledge lies in the amount of information you’ll be able to extract from your system. Today’s larger software systems maintain enormous amounts of data and contain far more functionality than most users realize. Managers need to be taking more active roles in system set up and implementations if they want to optimize the system to meet their business needs. The days of leaving it all up to the IS department are gone, the staffing levels of most IS departments are inadequate to deal with the complexity and the enormity of software packages today. IS personnel tend to spend the majority of their time making sure the system runs rather than optimizing its features.

____________________________________________________________________________________________

Inventory System Article.

By: Cordero, Alvin

Today’s small business inventory control software can bring a Mom and Pop enterprise into the twenty-first century. No matter how small or large, retail merchants can only realize profits if they can keep track of merchandise. Loss management pros will attest to the fact that if merchants don’t know what they have to sell or how much, they cannot possibly control what’s going out or coming into the warehouse or the sales floor. Gone are the days when retailers could just list stock on a ledger and try to keep prices in their head. To compete with larger retailers for today’s customers, business owners need to work smarter, not harder. The bottom line: if entrepreneurs want to become better asset managers, they need good quality, efficient and accurate electronic systems for better control.

Even owners operating on a shoestring can afford some of the less pricey bar code inventory systems to realize greater profits. Business inventory control software is user-friendly and can be integrated to work with popular accounting programs. Using a laser data scanner terminal and mobile laser gun with preloaded programming, stock clerks can scan merchandise the instant it is unloaded in receiving, quickly enter data, and import it into a spreadsheet. Later at the register, sales are rung up by scanning barcodes with a handheld bar code reader. Small businesses can automatically know when stock is short and identify shrinkages; check reorder levels, and stock seasonal items in advance of peak consumer buying seasons. Recognizing spiritual seasons is even more important than predicting when customers will buy merchandise.

Instead of second guessing about consumer buying trends, savvy retailers can use small business inventory software to determine when, what and how much merchandise shoppers are buying. Fully integrated software allows merchants to assess profits on each item, on every transaction, every day of the week or month of the year. Owners can control supplies and manage overhead using bar code inventory systems that let retailers know when to restock or replenish outdated perishable goods. Store owners can easily plan sales and specials on goods that are close to expiring and avoid losing thousands of dollars on slow moving merchandise. Retailers can adjust spending to accommodate fluctuations in supply and demand, off season sales, and shortages. With reliable supply control programs, there is really no reason why business owners can’t meet or exceed sales goals.

Bar code inventory systems are not just for retailers. Warehouses, automotive parts stores, and faith-based organizations can all take advantage of efficient means of controlling supplies. Food banks which distribute canned goods and non-perishables can easily track contributions and distributions, and rotate food to avoid spoilage. Small business inventory control software allows warehouse owners to track parts and service items, customize price levels, process returns, create bills of materials to track costs and components, and view back ordered items on invoices, purchase orders, and statements.

etailers on a tight budget might want to consider purchasing refurbished systems, but refurbished units should come with at least a limited warranty. Other than purchasing new inventory control systems and software from online vendors, entrepreneurs may want to bid on discount shopping websites to net a great bargain on refurbished systems. Again, buyers should make sure to ask about warranties, ordering replacement parts, maintenance, and technical support after the sale.

A unique feature of small business inventory control software is its ability to generate quarterly and annual reports for filing timely taxes. Business owners have access to analyses for profitability, profit and loss, and labor and overhead. Damaged goods logs and physical inventory worksheets give an accurate view of assets on hand. Accountants only have to pull data from generated reports to prepare business income tax returns at the end of the fiscal year for federal and state governments. Today’s entrepreneur would do well to browse inventory control software providers online and compare features and prices to determine which package best meets their needs. Software manufacturers offer systems tailored specifically to certain industries, making it easy for users to streamline usage. Industry-specific software exists not only for retailers, but also for contractors, Internet businesses, accountants, insurance agents, healthcare professionals, and electricians. Anyone who must keep track of merchandise, parts, or equipment can benefit from using bar code inventory systems.

_____________________________________________________________________________________________

#08 greenhills Ave.

City of San Fernando, Pampanga
Phone: 6363454
Email: Lagman_louie@yahoo.com

Gender: Male

Age: 18

Status: Single

EDUCATION

St. Scholasticas Academy
City of San Fernando, Pampanga

Don Bosco Academy
Mabalacat, Pampanga

Angeles University Foundation

Angeles city, Pampanga.(present)

COMPUTER/LANGUAGE SKILLS

Proficient in Numerous Programming Languages, Intermediate Web Designer and graphic artist. plus the use of Microsoft and Apple applications.

_____________________________________________________________________________________________

Cordero, Alvin R.

273 Malino

City of San Fernando, Pampanga
Phone: 8612142
Email: c0rdz_08@yahoo.com

Gender: Male

Age: 18

Status: Single

EDUCATION

Sto. Rosario elementary school
Angeles City, Pampanga

Chevalier School
Angeles city, Pampanga

Angeles University Foundation

Angeles city, Pampanga.(present)

COMPUTER/LANGUAGE SKILLS

Proficient in C++, C# programming language and Microsoft Applications.

_____________________________________________________________________________________________

Laxamana Erito Jr. D.

Sta. Ines, Bacolor, Pampanga
Phone: 09064213501
Email: laxamanajai@yahoo.com

Gender: Male

Age: 18

Status: Single

EDUCATION

Bacolor Elementary School
San Fernando, Pampanga

University of the Assumption
San Fernando, Pampanga

Angeles University Foundation

Angeles city, Pampanga.

COMPUTER/LANGUAGE SKILLS

Literate in Microsoft Office applications and certain Programming languages such as C++, visual basic

_____________________________________________________________________________________________

Dizon, Donnie Ray L.

#12 San Juan, Sta. Ana Pampanga
Phone: 091512345678
Email: doniray25@yahoo.com

Gender: Male

Age: 18

Status: Single

EDUCATION

San Fernando Elementary School
City of San Fernando, Pampanga

University of the Assumption
City of San Fernando, Pampanga

Angeles University Foundation

Angeles City, Pampanga

COMPUTER/LANGUAGE SKILLS

Literate in Microsoft Office applications and certain Programming languages such as Oracle(Database).